HKSM

The proactive work of embedding quality into processes and deliverables by applying standards, reviews, audits, and improvement practices so the team builds the right product the right way.

Purpose & When to Use

Manage Quality turns the quality plan into action. It focuses on preventing defects, improving processes, and preparing the team to verify deliverables later. Use it throughout execution, especially before major builds, when introducing new methods or suppliers, and whenever trends suggest quality drift.

Mini Flow (How It’s Done)

• Review the quality plan, requirements, acceptance criteria, and metrics with thresholds.
• Select methods and tools (reviews, audits, checklists, root cause analysis, statistical techniques) and schedule them.
• Prepare quality checklists, design/peer review templates, and draft the test approach and test cases.
• Run quality audits and design/peer reviews; capture findings and opportunities for prevention.
• Analyze process issues, perform root cause analysis, and propose process improvements.
• Document results in quality reports and refine test documentation for upcoming verification work.
• Submit change requests for approved improvements; update the quality plan, risks, lessons learned, and team guidance.
• Hand off test cases and checklists to Control Quality for execution of inspections and tests.

Quality & Acceptance Checklist

• Quality metrics are clear, measurable, and have agreed thresholds.
• Every acceptance criterion maps to one or more test cases.
• Checklists exist for audits, reviews, and key build steps.
• Design reviews are scheduled for complex or high‑risk components.
• Root cause analysis is planned for recurring or significant issues.
• Test environments, tools, and data are prepared and controlled.
• Supplier and subcontractor quality expectations are documented.
• Regulatory, safety, and compliance requirements are addressed.
• Quality roles, responsibilities, and approval points are defined.
• Cost of quality trade‑offs are considered to avoid over‑ or under‑control.
• Lessons learned are captured and shared promptly with the team.

Common Mistakes & Exam Traps

• Mixing up Manage Quality (process-focused, preventive) with Control Quality (product inspection and testing).
• Assuming “higher quality” means more features; quality is conformance to requirements and fitness for use.
• Trying to “test quality in” late instead of planning audits, reviews, and prevention early.
• Skipping peer reviews or audits to save time; this usually increases rework later.
• Not updating the quality plan and baselines after audit findings or improvements.
• Treating process improvement change requests as optional; they require formal review and approval.
• Relying only on checklists without investigating root causes of recurring issues.
• Ignoring stakeholder-defined acceptance criteria when designing tests.
• Assuming zero defects is always cost-effective; balance prevention, appraisal, and failure costs.
• Failing to link risk analysis to quality controls for high‑impact areas.

PMP Example Question

The team conducts a design review to compare the solution against standards and prepares detailed test cases for upcoming verification. Which process is primarily being performed?

1. Plan Quality Management
2. Manage Quality
3. Control Quality
4. Validate Scope

Correct Answer: B — Manage Quality

Explanation: Design/peer reviews and preparing test cases are preventive, process-focused activities that implement the quality plan. Control Quality executes inspections and tests later.